Abstract
Two major forms of organizational trust are supervisor trust and management trust. Guided by the job demand-resources model, this exploratory study examined how the job demand variables of role conflict, role ambiguity, role overload, and fear of being victimized at work and the job resource variables of instrumental communication, job autonomy, job variety, and quality training were linked to both forms of organizational trust among staff at a private U.S. prison. Results showed that workplace variables predicted both types of trust and were generally stronger predictors than personal attributes. Moreover, resources played a greater role than job demands in shaping both supervisor and management trust. Among the demands, only role conflict was a significant negative predictor of supervisor trust and management trust. Instrumental communication, job autonomy, and job variety were significant positive predictors of supervisor trust. Job autonomy and job variety both had significant positive associations with management trust.
Acknowledgements
The authors thank the reviewer and editor for their input and suggestions, and these points and suggestions improved the paper. The authors also thank Janet Lambert for proofreading this paper. Nancy Hogan and Eric Lambert equally contributed to the paper and are listed in alphabetical order.
Ethical standards
Declaration of conflicts of interest
Nancy L. Hogan declared no conflicts of interest
Eric G. Lambert declared no conflicts of interest
Jennifer L. Lanterman declared no conflicts of interest
Emily Berthelot declared no conflicts of interest
Ethical approval
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional research committee at Ferris State University and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Informed consent
Informed written consent was obtained from all individual participants included in the study.